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Supply Chain Management Operations Management

global supplychain management simulation

in this single-player simulation, students set up a global supply chain to deliver two models of mobile phones. The simulation takes place over four years and students visit four different “rooms” each year. Students choose new mobile phone features and forecast demand. They choose among

a geographically diverse group of suppliers, all with different lead times, and contract for production. The goal is to understand how to balance competing priorities and a supply chain that is flexible enough to react quickly to unexpected shifts in demand while remaining profitable.

In the Design Room, students choose options for two models of mobile phones and analyze the possible impact on sales.

The Design room

In the Design Room, students choose among four options to add to two mobile phone models. The Design Room advisers offer different opinions on the relative value of

each possible product feature and provide individual demand forecasts. Analysis tools allow students to summarize the forecasts from the advisors and determine the best combination of options.

Global Supply Chain Management

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The ForecasTing room

In the Forecasting Room, students must forecast the total demand for each mobile phone based on the design options they selected in the Design Room. Members of the forecasting team present their individual forecasts along with a brief explanation for the numbers. Using this information, students create a demand estimate for the year.

The proDucTion room

In the Production Room, students set up the supply chain to meet the demand forecast. There are four possible suppliers located in different parts of the world. Each supplier has different production costs, lead times, and capacities that students consider in constructing an effective supply chain. Once the orders are placed, students advance the simulation one month at a time through 12 months of production.

Estimated demand numbers are replaced by actual sales for each month and students monitor whether the supply chain is able to match demand. Students must weigh the costs and benefits of changing pro-duction orders mid-year. Production shortages result in lost revenue while excess inventory must be sold off at a substantial discount to liquidators at the end of the year.

Students forecast their demand estimates for the year based on the selected phone options.

Students choose suppliers to create a global supply chain.

Board members provide feedback on the performance for the year.

boarD room

In the Board Room, students review their performance for the year with the Board of Directors. Each board member offers constructive feedback on how well the students managed the supply chain strategy. Some board members ask additional questions to test students’ understanding of how

well the supply chain functioned. Students can earn “board votes,” votes of confidence from board members who are pleased with their performance.

Students keep track of their yearly performance in the Scorecard section. The Scorecard tracks yearly profits as well as the number of “board votes.”

customer service is available 8 am to 6 pm eT, monday through Fridayphone: 1-800-545-7685 (+1 617-783-7600 outside the u.s. and canada)Fax: 617-783-7666email: custserv@hbsp.harvard.eduWeb: hbsp.harvard.edu

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a comprehensive Facilitator's guide covers key learning objectives, including:

■■ Creating a cost-effective and flexible supply chain using a combination of suppliers

■■ Managing inventory when demand is uncertain

■■ Evaluating and interpreting the dynamics of forecasting demand and production requirements

■■ Reacting to shifts in demand throughout the production cycle

global supply chain management offers:

■■ Capstone Experience—allows students to synthesize the concepts of supply chain management and is ideal for use at the end of a course or section.

■■ Competitive Opportunity— creates a composite score based on profits and the number of board votes allowing students to be ranked against each other.

■■ Web-Based Scoring—results are collected automatically and are available in a web-based administrative interface.

Team Profits Board Votes Composite Score Strategy ANDREWJONES $154,769.00 13 0.7879533739630410 View Strategy

BELLABROWN $154,798.00 12 0.7254540489913830 View Strategy

CAMERONSWIFT $168,837.00 8 0.6629980316288440 View Strategy

DANIELCHUNG $158,901.00 9 0.5920511534857870 View Strategy

EDMANOS $132,738.00 7 0.5179552189528390 View Strategy

FRANKSMITH $140,181.00 11 0.4656747108151110 View Strategy

GABYELEZAR $151,747.00 8 0.4327976065525870 View Strategy

HANNAHBLYTHE $139,055.00 10 0.3876176625571410 View Strategy

ISABELLEMERCER $147,176.00 5 0.1904232985913490 View Strategy

JERRYCARRON $90,391.00 4 -0.6451399699716790 View Strategy

KELLEYMCCORMACK $0.00 0 View Strategy

LESLIESANDS $0.00 0 View Strategy

Global Supply Chain Management Administration

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Board Votes Profits Composite Score

Results are collected automatically and are available for immediate viewing at the end of the simulation.

Free Trial accessVisit hbsp.harvard.edu

A Free Trial allows full access to the entire simulation and is available to Premium Educators on our web site.

Premium Educator access is a free service for faculty at degree-granting institutions and allows access to Educator Copies, Teaching Notes, Free Trials, course planning tools, and special student pricing.

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Product #6107 | Single-player | Seat Time: approximately 180 minutes | Developed in partnership with Enspire Learning.

VieWing simulaTion resulTs

Faculty have full and immediate access to the simulation results organized by total profit, board votes, and a composite score based on profits and board votes. Results are also available for download in Microsoft Excel format.

capTuring sTuDenT sTraTegies

Faculty have the option to require students to submit short statements about the strategies they are using in each room. The statements are saved with the simulation results and can be useful for class discussion.

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